Sep/Oct 2018 | Los Angeles Medicine Magazine

OFFICIAL PUBLICATION OF THE LOS ANGELES COUNTY MEDICAL ASSOCIATION

Membership Matters S E P/O C T 2 0 1 8

4 ESSENTIALS FOR STARTING A SUCCESSFUL HEALTH CARE PRACTICE Wells Fargo (Article Credit: American City Business Journals)

It’s no secret that health care is a growing industry. As the Baby Boomer population ages and more people become insured, the demand for health care in the United States is expected to continue to grow rapidly.

Nearly $3.4 trillion was spent on health care in the United States in 2016, a number projected to grow to $5.5 trillion by 2025, according to the Centers for Medicare and Medicaid Services.

For the many health care practitioners who dream of having a piece of the pie and meeting the demand for quality care, the following tips could help you realize your goal of starting and maintaining your own practice. And, if your interests and pursuits are in another industry, these suggestions very well could apply to those business segments as well.

1) BUILD THE RIGHT TEAM | While the ever-changing climate of health care has added complexities, so have the resources to help health care professionals be successful. One of the best resources you can have if you’re looking to start your own practice is an experienced network of advisers.

Creating a start-up team that consists of professionals with the health care experience, insight and expertise will help you make informed decisions on how to finance, market and operate your new practice.

This team should include your business banker or financial adviser, accountant, marketing consultant, attorney, a health-care-focused real estate broker, and a mentor or business coach, among others. It’s imperative to do your research to make sure that the professional team you surround yourself with has the required credentials and a good reputation.

2) HAVE A VISION | Having a clear vision of the goals for your health care practice will help give you clear direction and guidance. Your vision should include what you want your practice to look like and what you want to achieve in the future. The more specific you are, the greater the chance you have of seeing your vision through and recruiting others to help you achieve your vision.

Write your vision down and describe how it will become a reality. Share

it with your team. Once you build your practice, your vision may serve as a road map to keep your team and business on track while working toward your long-term destination.

3) DEVELOP YOUR BRAND | Research shows that people don’t have

relationships with products; they are loyal to brands. Having a brand identity is critical to your business because it’s what differentiates your practice from the next.

Your personal brand is your living legacy. It starts with you at your core as a human, doctor and business owner. Your brand should feel natural, sincere and comfortable to you as the leader most accountable for maintaining it authentically. When your personal brand perfectly matches who you are at your core, it’s far easier for you to match it to the culture of your clinic and the actual experience of your patients.

To get started, I recommend drafting what you would consider an ideal review from a patient and enlisting a brand consultant.

4) CREATE A BUSINESS AND FINANCIAL PLAN | A wellthought-out business plan may help you establish and stay focused on practice goals and objectives while also acting as an indispensable tool for communicating business objectives to lenders, contractors and staff.

By making it a habit to refresh your business plan on a regular basis, you also can be better prepared for unexpected opportunities, such as the perfect new location or a great deal on new practice equipment or technology.

Your business plan is also useful when applying for financing. Some graduates leave dental, medical and veterinary schools with a dream of owning their own practice and being in charge of their future. However, with the amount of student loan debt they may have after graduation, they often believe they can’t qualify for a business start-up loan and may even wonder if they already have too much of a financial burden to own a practice.

This belief couldn’t be further from the truth. For example, some lenders may extend a business loan against future practice earnings.

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EDITOR Sheri Carr | editor@physiciansnewsnetwork.com ADVERTISING SALES Dari Pebdani 858.231.1231 | dpebdani@gmail.com

VOLUME 149 ISSUE 5 | SEP/OCT 2018

EDITORIAL ADVISORY BOARD David H. Aizuss, MD Troy Elander, MD Thomas Horowitz, DO Robert J. Rogers, MD HEADQUARTERS LOS ANGELES COUNTY MEDICAL ASSOCIATION 1055 West 7th Street, Suite 2290 | Los Angeles, CA 90017 Tel 213.683.9900 | Fax 213.226.0350 www.losangelesmedicine.org LACMA OFFICERS PRESIDENT | C. Freeman, MD, MBA, FAPA PRESIDENT-ELECT | Sion Roy, MD TREASURER | Diana Shiba, MD SECRETARY | Jeffrey Lee, MD IMMEDIATE PAST-PRESIDENT | William K. Averill, MD LACMA BOARD OF DIRECTORS COUNCILORS-AT-LARGE TRUSTEES & CHAIR DELEGATION Jerry Abraham, MD (1) Jack Chou, MD, CMA Trustee Samuel Fink, MD (6) Maria Lymberis, MD, Chair of the Kambiz Kosari, MD (6) LACMA Delegation Maria Lymberis, MD (5) Peter Richman, MD, CMA Trustee Nhat Tran, MD (9)

2 4 5

LACMA’s Board of Directors consists of a group of 30 dedicated physicians who are working hard to uphold your rights and the rights of your patients. They always welcome hearing your comments and concerns. You can contact them by emailing or calling Lisa Le, Director of Governance, at lisa@lacmanet.org or 213-226-0304.

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PRESIDENT’S LETTER

C. Freeman, MD, MBA, FAPA

Gustavo Friederichsen

6

COUNCILORS Robert Bitonte, MD, JD (D1) Stephanie Booth, MD (D3) Troy Elander, MD (D5) Marc Mendes, MD (D6) David Hopp, MD (D7) Omer Deen, MD (D9) Christine Phan, MD (D10) William Hale, MD (D14) Roxana Yoonessi, MD, JD (SCPMG) Heather Silverman, MD (SSGPF) Po-Yin Samuel Huang, MD (1, YP Councilor) Hector Flores, MD (1, EPC Chair) Laura Halpin, MD (Resident Councilor) Sameer Berry, MD (Alt. Resident Councilor) Ali Tafreshi (Student Councilor, USC)

When to Be a Nice Doctor —

and When to Stop

10

A MESSAGE FROM LACMA CEO

INCOMING CMA PRESIDENT AND LOS ANGELES COUNTY PHYSICIAN DAVID AIZUSS, MD, SHARES HIS VIEWS ON WHY

MEMBERSHIP MATTERS

2018 LOS ANGELES HEALTHCARE AWARDS

Join Us for a Special Evening of Recognition and Celebration

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When to Be a Nice Doctor — and When to Stop

By Gordon Ownby

INTERESTED IN READING MORE CASE STUDIES? Request a free copy of Medicine on Trial, Second Edition, a compilation of more than 80 litigated cases accompanied by commentary from Gordon Ownby. Visit

www.CAPphysicians.com/MOTLA or call 800-356-5672.

Physicians are hardwired to help their patients.

But in doing so, there may come a time when “tough love” is required.

A 53-year-old telecommunications analyst began treating with Dr. I, an internist, and gave a history of allergies, skin concerns, and pterygium surgery 22 years earlier. Because of the patient’s complaints to Dr. I regarding his eyes, Dr. I referred him to an ophthalmologist.

The ophthalmologist diagnosed recurrent pterygium in the right eye and performed pterygium surgery two months later.

The ophthalmologist prescribed Durezol eye drops post-surgery and issued a refill on a return visit seven weeks after surgery. That prescription included instructions for tapering after one week and discontinuing the antiinflammatory steroid two weeks thereafter.

On a visit to Dr. I two months post-surgery, the patient complained of chronic ear pain and requested a referral to an ENT. Four months after his eye surgery, the patient visited Dr. I complaining of pressure in this eyes and pain from the surgery. The patient told Dr. I that he could not get in to see his ophthalmologist because of insurance issues. He told Dr. I that the Durezol worked very well for the pain while non-steroidal antiinflammatory medications did not. He asked Dr. I for a refill of Durezol to use until he could see his ophthalmologist again. Dr. I did an eye examination and assessed bilateral ocular pain and conjunctivitis. Dr. I charted that he explained the risks and benefits of ophthalmic corticosteroids. Dr. I issued a one-week prescription for Durezol and requested the patient obtain his ophthalmologist’s records for him.

Seven weeks later, the patient returned to Dr. I complaining of a right earache and seeking a Durezol refill. The patient reported he was unhappy with his ophthalmologist and was seeking a new one whom he would visit once his insurance changed. On examination, Dr. I noted a slight increase of vascularity of conjunctiva in both eyes but no growths, lesions, ptosis, or discharge. He prescribed Cefdinir for the earache, a Medrol pack, and Durezol. Dr. I noted: “Pt. requesting refill of Durezol eye drops for pain – lost previous bottle.

[Pt] says this is the only thing that has ever helped his eye inflammation. Promises he will get to ophthalmology ASAP for IOP monitoring and will only use the medication for one week maximum.” Dr. I noted the patient was

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still aware and accepted the risks of long-term use of the Durezol.

Early the next year, the patient saw Dr. I for throat and right ear pain and reported he had been seen by an ophthalmologist and that he was still working on getting records sent.

Dr. I charted a normal eye exam, noted a likely viral URI, and advised the gentleman to follow up with an ENT for his ear pain and to continue the workup of his eye discomfort with the ophthalmologist. The patient requested another Medrol pack, which Dr. I prescribed after discussing the risks and benefits.

Several months later (at approximately 11 months post-surgery), the patient again visited Dr. I, who diagnosed otitis media in the right ear and pterygium of the eye. Dr. I gave the patient Cefdinir and advised him to follow up with an ENT ASAP. He also told the patient to follow up with an ophthalmologist ASAP for eye discomfort and to return to him in one week for a recheck. Dr. I prescribed another Medrol pack after discussing risks and benefits.

On the patient’s return visit a week later, Dr. I gave the patient a prescription of Durezol with two refills.

Nine weeks later, the patient was examined by his original ophthalmologist, who diagnosed steroid-induced glaucoma in the right eye.

On a return visit to Dr. I three weeks hence for a possible rotator cuff and an ear recheck, the patient reported to Dr. I that a new ophthalmologist told him he may have optic nerve damage to his right eye or glaucoma.

Dr. I’s plan was to get the records from the patient’s former and current ophthalmologists. In noting “no more oral or ophthalmic corticosteroids,” Dr. I referred the patient to physical therapy for the shoulder and to an ENT for chronic ear pain. He directed the patient to return to the office in two weeks for a recheck.

Later that year, Dr. I cleared the patient for cataract surgery. He still did not have records from the patient’s ophthalmologists.

In a subsequent lawsuit against Dr. I, the gentleman alleged that Dr. I improperly prescribed Durezol, causing optic nerve damage and glaucoma and necessitating additional future treatment. The lawsuit resolved informally.

Internists may find themselves drawn into the medical care being conducted by specialists. Coordination with those specialists is important, and in the case of a medication with which the internist may not be fully familiar, insistence that the patient get refills only from the original prescribing physician may be the best way to help the patient overall.

Reprinted with permission of the Cooperative of American Physicians, Inc. All rights reserved. Gordon Ownby is CAP’s General Counsel and author of Medicine on Trial, Second Edition.

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LACMA PRESIDENT

C . F R E E M A N , M D, M B A , FA PA

MEMBERSHIP MAKES SENSE

“

Struggling to find meaning in the healthcare universe seems like a useless task. Recall the ancient philosopher Sisyphus, who was forced by the Greek gods to carry a load up a mountain that immediately rolled back down, forcing him to start over and over again. Physicians may feel like Sisyphus when forced to perform senseless, tiring tasks that fail to improve the health of patients or the physician workforce.

Market and regulatory forces, like gods, wish to control physicians.

Dodging obstacles that compromise one’s ability to enter or practice medicine also prevents one from enjoying and appreciating life. Understandably, physicians do tire in the constant battle to do what is right by their patients and what makes sense. It is in these times that one may consider accepting what seems impossible and give up.

STOP! The fate of medicine is not left to mythical gods. The fate of medicine is a human matter, our matter. As physicians, our involvement in organized medicine can provide us with resources and opportunities to protect the public health and better the medical profession, which involves doing things that make sense.

LACMA and CMA are at the forefront of doing things that make sense.

CMA successfully led a coalition of healthcare advocates to have California voters overwhelmingly approve the Proposition 56 tobacco tax. With these funds, the California Legislature created a $40 million fund for graduate medical education to sustain, retain and expand programs with the goal of increasing primary care and emergency physicians in California. This makes sense.

I encourage you to join LACMA and CMA. Members receive resources and opportunities that allow physicians to do what we’re called upon to do. To have the support and tools to promote the profession and the health of the nation, for me, is something that makes sense.

As physicians, our involvement in organized medicine can provide us with resources and opportunities to protect the public health and better the medical profession, which involves doing things that make sense. xxxx

“

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G U S TAV O F R I E D E R I C H S E N

LACMA CEO

WHY DID YOU JOIN COSTCO? Why did you join Costco? Or AAA? Or your specialty or alumni association? The truth is, you joined because you see tangible value in membership. Unless there is value relative to price, products and service, there isn’t a relationship and, ultimately, brand loyalty. So, let’s start with price. LACMA members can now take advantage of paying $104 a month (as opposed to annual dues) and take full advantage of nearly two dozen benefits or customized assistance tailored for them and their practice needs. And speaking of products, LACMA has organizations and various products also offered at discounted rates just for members.

Finally, regarding our service delivery model, we exist for members; therefore, we strive each day to be responsive to member needs and to anticipate what members and even non-members need to not simply survive in medicine, but to thrive in the profession.

There are events such as the Saving Private Practice Consortium, designed specifically to help members and expose non-members to the new organization. This event will take place for a third year in early summer 2019.

Brand loyalty is a term often used in college marketing classes or across the LinkedIn spectrum, but it’s extremely important to us as well. Today, perhaps more than ever, physicians have more choices to make and less time to make them. Providing a portfolio of products and services backed by an organization that truly cares about them is essential, which is why member loyalty is crucial and something we look at each day.

When membership retention grows, we know members see value. When it recedes, we have some work to do to educate every member about what’s important to them. Not every member needs help with practice transformation, IT, documentation or legal advice. Some want retail benefits and even a brand to help them get away from it all. This is why McKenna BMW and Four Seasons Resorts are two of our premier partners.

LACMA also fights for physicians.

Whether it’s helping to thwart the price-

fixing and anti-physician bill AB 3087, or supporting Proposition 56, which has resulted in $1 billion for Medi-Cal providers, we do whatever it takes to ensure the practice of medicine is not attacked, vilified or undermined. As one member said, “Ask yourself who will have the most impact on the way you practice medicine: the government or physicians in organized medicine?”

So I hope as we enter the final months of 2018 that you see value in membership, enough meaningful results that you stay involved, engaged and inspired. It’s also worth noting that in October, a leader from our county, Dr. David Aizuss, will become the new president of the California Medical Association, which translates to inspired leadership in Sacramento on behalf of all physicians. We will continue to generate a new wave of members from across a diversity of sectors throughout Los Angeles County, and together, we can transform much more than a brand; we will transform a profession that is worth fighting for.

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8/27/18 2:29 PM

MEMBERSHIP MATTERS It is only through the voices, participation and unity of members that healthcare at the local and state levels can impact positive legislative, legal, regulatory, economic and social change. Members of all practice settings must embrace a unified front in order to protect the well-being of their patients and themselves.

As 2019 quickly approaches, there is much to be celebrated and still much to be accomplished. This year alone, to name just a few of our activities, members across the county worked together to defeat several dangerous pieces of legislation impacting patient access to care; supported Proposition 56, which resulted in $1 billion for Medi-Cal providers; rallied around efforts to save private practice; and lobbied to reduce health disparities in our local communities through physician and patient education.

Change is happening. Over the next year, members can look forward to new benefits, new victories, new physician wellness programs and more.

Members may also look forward to welcoming an LA County physician and past president of LACMA as the new president of the California Medical Association.

A board-certified ophthalmologist practicing in Los Angeles, David Aizuss, MD, is the California Medical Association president-elect. In this feature, Dr. Aizuss shares his perspectives on the value of membership and his agenda for organized medicine under his leadership.

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As the incoming president of the California Medical Association, what is the main message you would like to share with all physicians throughout California? My lead message is that without the California Medical Association watching the backs of physicians in both advocacy issues in the state Legislature and regulatory issues with the state bureaucracy, the practice of medicine would be much more difficult and much less productive. The CMA ensures our ability to practice medicine with the least possible interference in the doctor-patient relationship. It staves off regulatory interventions that impair that relationship, and it helps provide a counterweight on behalf of physicians against the ever larger and more dominant health plans as well as the large hospital organizations that seek to employ physicians and interfere with the care of our patients.

Through the David H. Aizuss, MD, Medical Corporation and the Ophthalmology Associates of the Valley Medical Surgical Group, a partnership of medical corporations, Dr. Aizuss focuses exclusively on direct patient care.

He serves as an assistant clinical professor of ophthalmology at the UCLA Geffen School of Medicine.

Dr. Aizuss is a medical staff member at Tarzana Hospital and West Hills Hospital, in Los Angeles County, and belongs to several professional societies, including the American Academy of Ophthalmology, the American Society of Cataract and Refractive Surgery, the Cornea Society and the American Medical Association.

He received his MD from Northwestern University Medical School and his bachelor’s degree in medicine from Northwestern University. He completed his residency in ophthalmology at the Jules Stein Eye Institute in Los Angeles, where he also undertook a fellowship in cornea and external ocular disease from 1984 to 1985.

He is a former president of the Los Angeles County Medical Association and the California Academy of Eye Physicians and Surgeons. Before being elected as president-elect, he served as the chair of the CMA Board of Trustees.

Can you briefly describe your leadership journey with LACMA and CMA and initial inspiration for getting involved? I became a member of the Los Angeles County Medical Association during my first year of ophthalmology residency at the UCLA Jules Stein Eye Institute. I had previously been involved nationally as a medical student member of the AMA Medical Student Section and its governing council and very involved as a medical student in the Illinois State Medical Society and Chicago Medical Society. When I became involved at LACMA, it was much less welcoming to medical students and residents than it is now. I did have some great mentors at the time, such as Dr. Mitchell Karlan and Dr. Richard Corlin. Dr. Corlin served as president of LACMA, CMA and AMA. My inspiration for involvement was to continue the leadership I had established in Illinois and to continue that in California in an effort, then, to improve the rights of residents in their training programs.

As an independent physician, what guidance can you offer other solo/small group physicians who are just starting their practice or who might be struggling right now?

There is nothing more rewarding than your own private practice. Most physicians who enter medical school did not become professionals to become employees.

Rather, they wanted to be true professionals and direct their own practices and patient care. Unfortunately, due to large medical school debts, administrative regulation

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and third-party intervention, many graduating residents and fellows are fearful of entering private practice. The easiest way to do so is to find a successful practice looking to bring on an associate. My younger partners have been very successful, and both have joined me directly after their training. They will both attest that the rewards of independent practice far outweigh the initial, perhaps lesser pay and lesser security. I don’t know of any unsuccessful private practitioners. The need is great, and so anyone who enters private practice who is patient and takes good care of their patients will be successful. They need patience, though, to accrue patients. There is no such thing as overnight immediate success. It takes time to get busy, but they will get busy!

What will be on your agenda this year as the president of the California Medical Association? Every day I will be guided by a credo imparted to me by a CMA past president, Dr. Jim Hinsdale, who has mentored me in pursuit of higher office at CMA, that being, are we doing our best to make the everyday practice of medicine better for our fellow physicians and their patients? In addition, I have a special interest in pursuing the diversity of our leadership at CMA and at the county medical societies to ensure our organization and its leadership is reflective of the diversity of the state in which we live and practice. Ensuring diversity ensures that different viewpoints are heard, that we impact the social determinants of care and that we ensure coverage and care for the uninsured and under“The assistance of our insured population in our medical organizations is Why do you think it is state. My personal goal is to important that LACMA and maintain the excellence of critical because there is no CMA offer resources and our organization, to impact one else offering assistance benefits to assist physicians legislation that inapproin private practice? The priately interferes with our to those in private practice.� assistance of our medical ability to care for our patients organizations is critical and to ensure that we build because there is no one else on the advances in coveroffering help to those in age we have achieved over private practice. Certainly the past few years. I want the health plans and large to leave the CMA in as good hospital organizations or better a place as it is was are not. Thirty years ago, when I became president. I hospitals would assist new physicians with an introduction to want to communicate to the best of my ability the effectivethe community and other physicians. That rarely occurs now. ness of our medical associations in representing physicians New doctors entering private practice need to be prepared and demonstrate to them the value received for the dues to market themselves. They need the legal, financial and they pay while encouraging non-members to join and make marketing assistance that LACMA and CMA provide. They our organizations stronger. need these organizations as a resource to help them deal with third-party payors, and they need these organizations to What is the best way a physician member can share their help point them towards other professionals who will assist voice about a particular issue affecting them or their patients? them in being successful. LACMA has been superb at helping If they want to communicate with leadership, they should provide these resources, especially under the current CEO, feel free to contact me by phone or email. If they have a Gustavo Friederichsen, who recognizes that those in solo strong feeling on a legislative issue, they should pick up and small group practices have no other allies and need the their telephone and contact their state Assembly member, medical association to help them achieve success. state senator or if it is a national issue, their representative or senator. If they have the energy, they should get involved What do you think differentiates membership with LACMA in the medical association. LACMA is always seeking to and CMA from other specialty and medical associations? develop young leaders, and we are actively promoting our For the most part all of our medical associations advocate at young leadership from LACMA to lead at CMA. We have Drs. different levels on the behalf of physicians. However, LACMA C. Freeman, Diana Shiba, Jack Chou and Sion Roy on the and CMA have the unique resources to address the particular CMA Board of Trustees. I expect to see Jack as a future CMA issues impacting the practice of medicine in California.

Executive Committee member soon to be followed by Sion No other organization is monitoring legislative initiatives Roy. I also expect to see Dr. Jerry Abraham, who is an officer of interfering in the practice of medicine or regulatory obstacles our delegation to the CMA, to be an officer of LACMA and then interfering with our ability to provide high-quality care to CMA in the not-too-distant future. We need our members our patients with the intensity and attention that LACMA involved, and we need a continuing pipeline of energetic and CMA do. The value of that far exceeds what individual physician leaders to continue to express the physician physicians pay in dues to our associations. viewpoint to ensure that our patients receive great care.

To contact LACMA, CMA or Dr. Aizuss, please call 213-683-9900 or email info@lacmanet.org.

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LACMA

+ SERVING YOUR PRACTICE + SERVING YOU

As a member of LACMA and CMA, you are part of a dedicated network of over 6,000 Los Angeles County physicians and over 40,000 California physicians who are working together to achieve a unified healthcare front and fight against unfair insurer reimbursement practices, restrictions on physician autonomy and the erosion of valuable legislation that protects physicians’ practices.

LACMA and CMA can help enhance your practice, improve your bottom line and protect your autonomy as a physician.

Members are encouraged to take advantage of a myriad of benefits and services, all built to help you succeed in your professional and personal life, while offering you a platform to influence the future of healthcare delivery at the local and state level.

At LACMA, we have an ever-growing network of preferred partners and resources available to help you be as successful as possible. We help physicians save money, save time and work more efficiently.

As a member, you determine which services are best suited to your needs. We go beyond fighting for legislation that helps you take care of your patients. Whether it is recruiting top talent, saving money on products and supplies, attracting and retaining patients, marketing your practice or anything else you might need, you can be sure that we have a solution to support your practice.

Grow Your Practice

Engage in Your Membership

Improve Healthcare Delivery

BUSINESS AND PRACTICE SUPPORT

NETWORKING AND LEADERSHIP

Members can more than make up for their dues when taking advantage of exclusive member only discounts and complimentary services through our preferred partner network offering services in the following areas:

LACMA and CMA offer a wide variety of signature events and committee activities to help you network and hold prestigious leadership roles. Members can:

ADVOCACY AND HEALTHCARE POLICY

+ Business & Personal Banking + Business Insurance + Clinical Communications + Commercial Real Estate + Concierge Medicine + Digital Marketing + Electronic Health Records + Employment Law + Healthcare Business Law + IT Services + Job Placement + Malpractice Coverage + Practice Growth + Recruiting & Staffing + Reimbursement, Contract and Billing Assistance + Wealth & Tax Financial Strategy Take Care of Yourself and Your Family PERSONAL SUPPORT BENEFITS

LACMA and CMA also provide an array of resources for personal use and provide members with: + Physician-specific home purchasing programs + Car purchasing programs + Travel and luxury resort benefits + Confidential assistance programs

+ Participate in a year-round calendar of local educational events, mixers, and recognition programs. + Join the House of Delegates, the policymaking body of the CMA. + Serve on committees, local leadership boards, and in elected positions. + Become a legislative key contact and build relationships with local and state elected officials on healthcare issues.

Stay Informed RESOURCES AND COMMUNICATIONS

Members have free access to a variety of resources to help you and your staff run a more efficient practice and navigate complex healthcare issues. We offer assistance with: + Legal resources and documents + Jury duty (reducing your chances of reporting) + Regulatory and practice management materials, trainings, webinars + Free newsletters, practice tips and articles, and legislative alerts + Opportunities to become a digital influencer and/or media spokesperson

LACMA and CMA rely on the involvement of its members to communicate the physician vision of medical care to the public, to lawmakers, and to decision-making regulators. You don’t need to be a political expert to make an impact.

We encourage members to: + Participate in the LACMA delegation to CMA’s House of Delegates. + Become a key contact and meet with local legislators as needed. + Write a resolution and submit it to LACMA’s delegation to the CMA. + Attend CMA’s annual legislative lobby day and meet with legislators at the state Capitol. + Take action to oppose dangerous legislation or support positive legislation in CMA’s grassroots action center.

What Do We Support?

+ Ensuring access to quality medical care + Strengthening the health of local communities + Advancing careers in healthcare + Protecting the physician-patient relationship + Preserving economic stability and fair payment + Championing innovation and technology

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